The Mobile Shopper - From Armed to Charmed presentation
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For consumers and organizations it is not about mobile devices, but about new ways to access information, engage in conversation and interact with brands, services and their environment. For Ogilvy, Mobile accelerates our programs, campaigns and platforms by augmenting it with utility, immediacy and contextuality. This presentation from OgilvyOne and OgilvyAction is a complimentary piece to the whitepaper.
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The Mobile Shopper - From Armed to Charmed presentation
- 2. For consumers and organiza0ons it is not about mobile devices, but about new ways to access informa,on, engage in conversa,on and interact with brands, services and their environment. For Ogilvy, Mobile accelerates our programs, campaigns and pla;orms by augmen0ng it with u,lity, immediacy and contextuality. 2
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- 6. “In a December survey conducted for the NRF, about 11 percent of shoppers said they had used a smart phone for holiday shopping. Of those who did, 26 percent made a purchase, 34 percent read product reviews and 60 percent browsed for giFs on their phones.“ 60% of 11% is 6.6% 34% of 11% is 3.7% 26% of 11% is 2.8% 6
- 7. Clearing the Fog‐ Today’s Reality “The consumer is blissfully unaware and does not really have any requirements” ‐ Maarten Albarda, Anheuser‐Busch / Inbev 7
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- 9. Adop,on of Mobile Services ‐ an Ogilvy Research 5% 15% 30% 30% 20% Innovators Opinion Early Late Laggards Leaders Majority Majority Source: OgilvyOne and OgilvyAction Global Mobile Retail Study, March 2011, n=1,500, United States, United Kingdom, Singapore; Base: United States, n=500 9
- 10. Early Adop,on Blackberry Next Tag Android Red Laser Being Social Gilt Group Mydailydeal Coupon Sherpa Yelp RoVen Tomatoes Epinions Tweeted nega0vely about brand Zappos Innovators Source: OgilvyOne and OgilvyAction Global Mobile Retail Study, March 2011, n=1,500, United States, United Kingdom, Singapore; Base: United States, n=500 10
- 11. Opinion Leader Own iPhone Searched Google from store Intend to buy Kindle for product info CitySearch Scanned QR or barcode TwiVer Shopped at retail then bought LinkedIn online Bizrate Asked store to match price shown phone Opinion Leaders Penetration >25% & <20% in next group Source: OgilvyOne and OgilvyAction Global Mobile Retail Study, March 2011, n=1,500, United States, United Kingdom, Singapore; Base: United States, n=500 11
- 12. Early Main Stream Own smartphone Likely to buy iPad Coupons via text message Groupon Early Majority Source: OgilvyOne and OgilvyAction Global Mobile Retail Study, March 2011, n=1,500, United States, United Kingdom, Singapore; Base: United States, n=500 12
- 13. Broad Adop,on Become a fan of a brand on Facebook Asked store to match a price from a printout Use Consumer Reports online Late Majority Source: OgilvyOne and OgilvyAction Global Mobile Retail Study, March 2011, n=1,500, United States, United Kingdom, Singapore; Base: United States, n=500 13
- 14. Universal Facebook Ebay Craig’s List Amazon PayPal Shopped retail then bought online Phoned from store for opinion Laggards Source: OgilvyOne and OgilvyAction Global Mobile Retail Study, March 2011, n=1,500, United States, United Kingdom, Singapore; Base: United States, n=500 14
- 15. Mobile following online LOOKED THEN BOUGHT LOOKED THEN BOUGHT ON PHONE ONLINE Innovators Opinion Early Late Laggards Leaders Majority Majority LOOKED AT A PRODUCT IN STORE AND THEN BOUGHT ONLINE 85% 74% 66% 54% 29% LOOKED AT A PRODUCT IN STORE AND THEN BOUGHT ON PHONE 71% 27% 8% 1% 0% Source: OgilvyOne and OgilvyAction Global Mobile Retail Study, March 2011, n=1,500, United States, United Kingdom, Singapore; Base: United States, n=500 15
- 16. Crossing the Chasm Trusted? Learned? Needed? Simplifying? Innovators Opinion Early Late Laggards Leaders Majority Majority Source: OgilvyOne and OgilvyAction Global Mobile Retail Study, March 2011, n=1,500, United States, United Kingdom, Singapore; Base: United States, n=500 16
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- 18. Looking Ahead ‐ Tomorrow’s Opportuni,es “The adop*on of commerce on the mobile is much quicker than people had an*cipated.” ‐ Shaun Gregory, O2 Media 18
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- 20. Old Marketplace Rules, New Shopper Tools 20
- 23. Pain Points & Immediate Relief Promo,on Hunts, One‐Off Sales & Condi,oned Consumers Supply Chain Transparency & Legal Ac,on Physical POS & Virtual POS Customer vs. Sen,ment Organiza,onal Readiness & Mi,ga,on 22
- 24. Re‐Thinking the Shopper Journey Trigger Planning On the Move At the POS Post Purchase Experience Products 23
- 26. A Brand is Never Alone Thought Starters 25
- 27. But there is new Shelf Space available Thought Starters ‐ Digital Shelf Space 26
- 28. Checking in for (in this order) Loyalty, Customer Service, Inventory and Deals 27
- 30. Understand Social Pla^orms in the Shopping Context 29
- 31. An,cipate Intent through leveraging Data Facebook Friends Last Check Ins Purchase History Music Taste Loca0on Time Socio Demographics 30
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- 33. THANK YOU Mar0n Lange, mar0n.lange@ogilvy.com, @macaccess, #MobileatOgilvy 32 Mobile@Ogilvy
Notas del editor
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- OVERHEARD YESTERDAY: THE CONSUMERS ARE DEMANDING&#x2026;REALLY?\n\nWhat we are generally seeing, is that consumers cannot articulate what future technologies they would use for one task or another. They are in general quite happy, if not OVERWHELMED with the multitude of tools at their hands just now. \n\nWHAT DRIVES INVENTION/INNOIVATION?\n
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- HOT DATA FROM \n
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- HIGH DROP OFF RATES\n
- Key Questions:\nLEARNED BEHAVIOR OR TRUE BEHAVIOR CHANGE?\nTRUE UTILITY IN EVERYDAY LIFE\nEASY TO LEARN/UNDERSTAND?\nSPEAK TO MY VERY HUMAN NEEDS (RECOGNITION, SOCIAL, INFORMATION&#x2026;)\nTRUST\n\nSuccess:\nMaps, Yelp, TripIt, \n\n\nIn Crossing the Chasm (1991), Moore begins with the diffusion of innovations theory from Everett Rogers, and argues there is a chasm between the early adopters of the product (the technology enthusiasts and visionaries) and the early majority (the pragmatists). Moore believes visionaries and pragmatists have very different expectations, and he attempts to explore those differences and suggest techniques to successfully cross the "chasm," including choosing a target market, understanding the whole product concept, positioning the product, building a marketing strategy, choosing the most appropriate distribution channel and pricing.Technology adoption life cycle.Crossing the Chasm is closely related to the technology adoption lifecycle where five main segments are recognized; innovators, early adopters, early majority, late majority and laggards. According to Moore, the marketer should focus on one group of customers at a time, using each group as a base for marketing to the next group. The most difficult step is making the transition between visionaries (early adopters) and pragmatists (early majority). This is the chasm that he refers to. If a successful firm can create a bandwagon effect in which enough momentum builds, then the product becomes a de facto standard. However, Moore's theories are only applicable for disruptive or discontinuous innovations. Adoption of continuous innovations (that do not force a significant change of behavior by the customer) are still best described by the original technology adoption lifecycle. Confusion between continuous and discontinuous innovation is a leading cause of failure for high tech products\n
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- Another truth: Retail is all about Location, Location, Location\n\nPHYSICAL AND VIRTUAL, ADDING A SECOND POS\n&#xA0;&#xA0;\nBut today, location is both physical, as well as virtual. So the truth has not changed, one just has to have prime real estate in both worlds. This also means, that the POS has lost some (not all) of its power in influencing decision making, as the journey is extending to pre and post purchase decision making and decision justification.\n
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- MULTIPLE TOUCHPOINTS, \nANYTIME, AT ANY LOCATION\nMULTIPLE INFLUECER\nCHANCE TO CHANGE PRESUMTPION ALONG THE WAY, \nUNDERSTAND POST-PURCHASE BEHAVIOR\n&#xA0;\nNOT JUST FOCUS ON PRODUCT AND PRICE, BUT ON SERVICE AND INFORMATION\n\n\nFor brands it is important to understand, where the decision for a particular product is made. Through technology we see pre-decision making actually happening at home. It is one of the key questions for a lot of brands, how this decision can either be carried over to the POS, or (if you were not the lucky brand) how top change a mindset on the way to the POS or at the POS. This in very rare cases will end up in an execution for a particular brand (e.g. a branded app), but in an execution against an understanding of the touchpoints along the journey to the POS.\n
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- Half a billion check-ins in the past 12 months&#xA0;on Foursquare alone\n
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- ALL LINKED TOGETHER BY DATA, THROUGH A SINGLE DEVICE\n\n[EXAMPLE: O2 Media Starbucks, Geo Fencing 1800 Starbucks Stores, Location and personal data, 50p off, 23% redemption rate]\n\n\nThe cell phone basically is the &#x201C;one location&#x201D;, where data about an individual, their preferences, the past behavior, their social patterns and their location all come together. It also is the place where in the future those bonus points get collected [EXAMPLE?]. It is the ultimate database that everybody would love to tap into. Because combining this data in an intelligent sense allows you to understand and anticipate context (store) and intent (shopper) to the best extend. Predictive targeting that does not feel intrusive is the ultimate achievement. \n[EXAMPLE: O2 Media Starbucks, Geo Fencing 1800 Starbucks Stores, Location and personal data, 50p off, 23% redemption rate]\n
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